Leadership

Courageous Cultures
How to Build Teams of Microinnovators, Problem
Solvers, & Customer Advocates

by Karin Hurt & David Dye

THE SUMMARY IN BRIEF

Contents
Employees have ideas and want to be heard. Leadership wants to hear them. Too
often, however, employees and leaders both feel that no one cares about making
What Is a Courageous
Culture? things better. The disconnect typically only widens over time, with both sides be-
Page 2
coming more firmly entrenched in their viewpoints.

Overcoming Courage In Courageous Cultures, authors Karin Hurt and David Dye argue that in our
Crushers, Common world of rapid change, a Courageous Culture is your competitive advantage. Why?
Mistakes, and Other Barriers Because a Courageous Culture ensures that your company is “sticky” for both cus-
to Courageous Culture tomers and employees.
Page 3
The authors explain that becoming a Courageous Culture means building teams
Navigate the Narrative of Microinnovators, Problem Solvers, and Customer Advocates working togeth-
Page 4 er. They explain these roles, along with practical tools to uncover, leverage, and
scale the best ideas from every level of your organization. Courageous Cultures
Cultivate Curiosity provides a road map to build a high-performance, high-engagement culture around
Page 5 sharing ideas, solving problems, and rewarding contributions from all levels.
Respond With Regard
Page 6 IN THIS SUMMARY, YOU WILL LEARN:
Practice the Principle • What defines a Courageous Culture and how to build it.
Page 6 • The main reasons employees often choose “safe silence.”
Galvanize the Genius • How Clarity and Curiosity work together in a Courageous Culture.
Page 7
• To transfer principles into the best practices that work for your organization.

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What Is a Courageous Culture?
Your success depends on quickly incorporating the best
ideas from across your business, on understanding what’s
not working and how to make it better. But what if you
never hear what’s working well and what’s broken?
For many companies, it’s not senior leaders who fear
making big go-no-go choices that stifle progress. Rather,
it’s the exponential effect of thousands of small opportuni-
ties missed because people didn’t speak up when they saw
something stupid or didn’t share their idea because it might
not be well received. The best practices languish, unshared
and unspoken. Why?
Because people are often discouraged for saying the wrong
thing and not rewarded for saying the right thing—so they
say nothing. The consequences can be dire: Customers
leave, problems multiply like the heads of the Hydra, and
employees lose heart.
The tragic truth is, most of the time, leaders think they’re
creating an open environment that encourages employees to
speak up and are surprised when they learn that employees
are holding back. Too often, both employees and leaders
feel that no one cares about making things better.
Welcome to the World of Courageous Cultures
Instead of safe silence and frustrated leaders, what if you
had a Courageous Culture? Seth Godin defines culture as
“People like us do things like this.” A Courageous Culture is
a place where “people like us” speak up. We share ideas. We
solve problems. The default is to contribute. It’s a culture
where silence isn’t safe and effort is everything.
Courageous Cultures go way beyond employee engage-
ment. People are energized. They bring their whole selves
to their work. Innovation isn’t limited to the senior leader-
ship team or R&D. Everyone innovates, every day.
When you build a Courageous Culture, you’ll see teams of
Microinnovators, Problem Solvers, and Customer Advo-
cates working together to make things better.
A Microinnovator is the employee who consistently seeks
out small but powerful ways to improve the business.
She consistently wonders, “How can I make this easier,
better, or faster?” Then she speaks up and shares what
she’s learned.
A Problem Solver is the employee who cares about what’s not
working and wants to make it better. Problem Solvers care
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Courageous Cultures
about the business, treat it as their own, and focus on solutions.
A Customer Advocate is the employee who sees through
your customers’ eyes and speaks up on their behalf. Cus-
tomer Advocates actively look for ways to improve custom-
ers’ experience and minimize customer frustrations.
In our world of rapid change, a Courageous Culture is
your competitive advantage. Such cultures include Trad-
er Joe’s, a grocer with the highest revenue per square
foot and throngs of brand advocates, where continual
improvement is fundamental and everyone does what it
takes to serve the customer. And WellSpan Health, which
is clear about its mission of health through exceptional
care for all and which remains creatively curious about
the best way to achieve it. And businesses like Nestlé,
which creates a Courageous Culture through its commit-
ment to diversity and inclusion.
Let’s now learn the road map to build a culture of microin-
novation, problem solving, and customer advocacy.
How Courage Works—According to
Research
Any discussion about courage at work quickly leads to Amy
Edmondson. Edmondson is the Novartis Professor of Lead-
ership and Management at the Harvard Business School
and author of The Fearless Organization: Creating
Psychological Safety in the Workplace for Learning,
Innovation, and Growth.
She describes how courage at work shows up when
someone speaks up, challenges an idea, shares a differ-
ent perspective, or reveals a mistake. Every one of these
behaviors takes courage because, as Edmondson says,
people default to “avoiding failure”—the loss of status, be-
ing labeled, or being viewed with disfavor that can result
from speaking up. Until you build a Courageous Culture,
“people at work are vulnerable to a kind of implicit logic
in which safe is simply better than sorry.”
But why is safe silence the default over consistent contribu-
tion? Here are five reasons:
1. People don’t think leadership wants their ideas.
2. No one asks.
3. They lack confidence to share.
4. They lack the skills to share effectively.
2

For most people, innovation takes energy
and courage—the courage to be vulnerable, to risk
rejection from their peers, or to invite uncertainty.
5. People don’t think anything will happen, so they
don’t bother.
What Counts as Courage?
Executives, managers, and frontline employees in Coura-
geous Cultures programs were asked, “What’s the most
courageous act you ever did at work?” Most of their stories
are not Courage with a capital C—the front-page news
stories of whistle-blowing and confronting massive ethical
breeches with career-threatening consequences.
They are stories of courage with a lowercase c—choices to
take a small, uncomfortable risk for the good of the busi-
ness, team, or customer. What are the small-c courageous
acts that lay the foundation for Courageous Cultures?
Show a bit of vulnerability. Vulnerability builds trust.
Have the courage to let people see a bit more of who you
really are and to admit when you’re wrong or don’t have all
the answers.
Manage performance. Have the courage to provide
consistent performance feedback and address performance
issues directly. When you do this early and often, the chanc-
es of you having to do the really tough stuff—like fire the
guy—reduce significantly.
Advocate for your team. If you can’t influence others,
your team will wonder why they need you.
Experiment. Another huge reason employees say their
boss lacks courage is their boss’s unwillingness to experi-
ment with new ideas or approaches. If “It ain’t broke, don’t
fix it” is your favorite mantra, learning the art of a well-run
pilot program can go a long way in increasing your courage
while reducing your stress.
Make timely decisions. No one wants to work for a waf-
fler. Have the courage to make decisions and stick to them.
If you struggle with this, get your team to help you.
Share credit. A primary reason people are reluctant to
share ideas is because they won’t get the credit. A surefire
way to stunt the growth of a creative culture is to steal the
credit. When in doubt, credit the team.
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Courageous Cultures
Overcoming Courage Crushers,
Common Mistakes, and Other Barriers
to Courageous Culture
Jane, a committed nurse, shared the exhausting list of daily
stupidity she faced from a bullying, narcissistic doctor—just
to get her job done. She felt like every day was a courageous
battle to advocate for her patients’ needs. She stated, for
example, that the “doctor was trying to do an experimental
procedure I knew could hurt a child (and was also against
the parent’s consent), so I blocked the door.” She said that
the administration knew of his antics but looked the other
way because he was renowned in his field.
Jane eventually left for another role where her passion and
commitment were appreciated. That department lost a
remarkable nurse.
You can’t possibly build a Courageous Culture if you toler-
ate even one guy like that—word spreads fast. Your Janes
will go elsewhere.
For most people, innovation takes energy and courage—the
courage to be vulnerable, to risk rejection from their peers,
or to invite uncertainty. Your people can make that effort
only a limited number of times before they’re done. The
more courage they use to address injustice, toxic leadership,
needless politics, or poor decision-making, the less energy
they’ll have to spend on what really matters.
You won’t get any of the courage you need to serve your
customers or build your business if it takes a heroic effort
just to fight against an existing caustic culture.
Shaming, Blaming, and Intimidation
Three of the most toxic behaviors tolerated (and even
rewarded) are shaming, blaming, and intimidation. It’s the
chief operating officer who projects a list of all her senior
leaders in stack-ranked order on the screen at the compa-
ny off-site gathering and then works her way through the
list from the bottom up, sarcastically criticizing them in
front of their peers and handing them a microphone to
respond, as all their peers laugh nervously while silently
praying they’ll be spared next time.
3

Or the vice president who berates his direct reports for
a strategic choice “they made” that didn’t pan out, even
though the VP was the one who made the final call despite
the team’s concerns and objections.
Shame, blame, and intimidation have no place in a Coura-
geous Culture. Don’t let one or two bullies undermine your
Courageous Culture strategy. Instead, consider discussing
these questions with your team:
• Why do you want a Courageous Culture?
• What specific outcomes are you looking to achieve?
• How will you know you are successful?
• What processes do you have in place to prevent (and
make it easy to report) bullying and harassment?
• What do you do when a high performer regularly
abuses or harasses other people?
• What behaviors will you have a zero tolerance for in
your organization?
Navigate the Narrative
We all tell ourselves stories about what’s happening, who
we are, and what other people think about us. To Navigate
the Narrative means that you pay attention to the stories
you tell yourself, the stories your teams tell themselves, and
consciously tap into the stories that reinforce your values,
culture, and commitments.
Don’t underestimate the role your personal courage plays
in building a Courageous Culture for your team. Khalil
Smith, head of the diversity and inclusion practice at the
NeuroLeadership Institute, and his colleagues say it this
way: “When voice becomes a priority for leaders, with
the right habits and systems, it can become a non-heroic
act for everyone to speak up, rippling out across all levels
of the organization.”
That “non-heroic act” translates to “culture”—people like
us, doing things like this. Your leadership is the first step;
you are the first person “doing things like this.”
To Navigate the Narrative means you identify the stories in
which you are the best version of yourself or learned posi-
tive lessons, consciously choose to remember them, and use
them to inform your choices today. It becomes easier to be
that best version of yourself the next time. As you do, your
commitment to your values grows stronger than your fear.
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Courageous Cultures
Create a Courage Map
Start your Courageous Culture journey by Navigating the
Narrative with a Courage Map that helps you tap into your
courage and give yourself the foundation you need to lead a
cultural transformation.
To build your Courage Map, make a broad timeline of your
career, thinking back to your early roles as well as more re-
cent ones. Now think about the most courageous acts you did
in these roles and lessons learned along the way. Once you’ve
identified a minimum of three moments of courage, for each
courageous act ask yourself the following questions:
What motivated me to be courageous in this circumstance?
What did I expect to happen? What actually happened as a
result? How do I feel about this incident? What values did it
reveal as important to me?
As a leader today, where would it be helpful to show up
more like this or with these values?
Look for the themes. What do you notice about yourself in
these stories? What makes you proud? What is the essence of
these stories that you hope to carry forward into your future
stories? What lessons do you have to share with your team?
Invite your direct report team to complete the exercise and
schedule some time to discuss as a team. Have each person
pick one story to share. What themes emerge? What do you
notice about the underlying values of these choices? What
are the key lessons from these stories you can leverage as
you begin your work to build a more Courageous Culture?
Create Clarity
At a leadership panel at an executive off-site conference,
George, a financial services operations director, shared
this story:
“I served in Afghanistan. One day we were driving through
the desert in two Humvees. I was a passenger in the lead
vehicle, and the other was close behind. I noticed that our
driver was driving very fast, and it didn’t feel right. I was
getting more and more nervous. I’ve been trained. I knew
how dangerous this was. But I didn’t want to be seen as a
back-seat driver, so I kept the feedback to myself. Finally,
I took out my GPS and tracked our speed. We were going
75 miles an hour on those damaged streets! It was too fast
for the conditions, but I still didn’t say anything. Then, my
buddy looked back and we realized that the second Hum-
vee was no longer behind us.”
4

“We turned back, and sure enough it had flipped. We lost
a man that day. I’m haunted by the fact that I could have
saved his life if I had just spoken up.”
“The stuff we’re talking about today is real. The concern
you’re sitting on might not be life or death, but it matters.
We need to care enough to tell one another the truth—and
we don’t always do that. We have to figure out how to do
this well. Today is an important start. I look forward to
hearing your ideas.”
That’s Clarity. Hopefully you don’t have a story like
George’s. But you do have stories that matter, and your
team needs to hear them.
Clarity contributes
three critical elements
to a Courageous Culture:
safety, confidence,
and direction.
Clarity is focus, alignment, and doing what works. Clarity
means that everyone in the organization has a shared un-
derstanding of what success looks like. Clarity ensures that
your brand promise is kept in every interaction. People get
where you are headed and why.
Clarity contributes three critical elements to a Courageous
Culture: safety, confidence, and direction. Clarity helps
people speak up because they know what success looks like,
what’s required of them, and how they can contribute.
Clarity produces confidence that you can take a good idea
and make it happen. Finally, Clarity gives people a direction
to focus their thinking, problem solving, and creativity.
Innovation starts with information. If you want your team
to solve more problems or to bring more ideas, they need
Clarity about where you’re headed and what matters most.
They need to know the one to three big strategic priori-
ties where their ideas would make the most difference and
which kinds of best practices are most important to share.
When you build a Courageous Culture, you integrate
Clarity and Curiosity. In the dance between the two, each
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Courageous Cultures
characteristic takes the spotlight, but they’re always holding
hands. Let’s now discuss Curiosity.
Cultivate Curiosity
Cultivate Curiosity means to intentionally seek out ideas,
engagement, and solutions. In organizations with a strong
Curiosity culture, executives ensure that infrastructure and
training encourage microinnovation, sharing ideas, and
advocating for customers. Leaders at every level ask cou-
rageous questions to uncover new ideas, and employees
consistently look for ways to make things better—and then
share their discoveries.
Cultivating Curiosity isn’t simply a matter of asking more
questions. That helps, but it’s not just that you ask. In Cou-
rageous Cultures, leaders ask regularly and skillfully. Three
qualities distinguish how leaders ask questions in a Coura-
geous Culture:
Intentional. Cultivating Curiosity starts with intention:
you must ask—a lot. Your leaders have to ask more than
might seem reasonable. This kind of asking goes way be-
yond an open-door policy. In fact, most open-door policies
are a passive leadership cop-out.
John Dore, senior executive program director at the Lon-
don Business School, explains that permission isn’t enough.
“Don’t permit innovation, expect it.” To overcome these
hesitations, ask with intention and build systems that make
sharing the norm.
Vulnerable. Cultivating Curiosity requires leaders to
approach their work with confidence and humility. If you’re
not vulnerable enough to admit that you can grow, that
the current situation can improve, or that there might be a
better way, you’ll never get the ideas you need.
Action focused. To Cultivate Curiosity, people need to
know that you will act on what you learn. Action takes
many forms. It might be that you implement the idea, that
the feedback informs your decision, that you take it all in
and then respond with next steps, or maybe it’s simply
releasing the team to take action on their ideas.
Best Practices to Find the Best Ideas
Questions that are intentional, vulnerable, and focused on
action reflect a theme: the questions themselves are coura-
geous. Courageous questions are your number-one way to
Cultivate Curiosity.
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A courageous question differs from a generic “How can we
be better?” question in three ways. When you ask a cou-
rageous question, you get specific by focusing on a specific
activity, behavior, or outcome. You also are humble. You
are implicitly saying, “I know I’m not perfect. I know I can
improve.” Finally, you don’t respond––yet. These questions
require the asker to listen without defensiveness.
Examples of courageous questions include the following:
• What is the problem we have that no one talks about?
• What do we do that really annoys our customers?
• What is the greatest obstacle to your productivity?
• What must I do better as a leader if we are to be
successful?
• What’s sabotaging our success?
Respond With Regard
How you and leaders at every level respond to ideas and
feedback will either build momentum or crush your cul-
ture before it gets started. This step is called Respond with
Regard. Responding with regard means you receive ideas
and react in ways that respect the other person, build mo-
mentum, improve your employees’ strategic thinking, and
generate more useful ideas.
Let’s discuss practical ways to Respond with Regard and
build a flow of ideas that are increasingly strategic, relevant,
and useful.
Recently, David Dye made a “contribution”—he donated
blood through the Red Cross. Four weeks after donating, he
received the following email:
“Thank you for giving blood with the American Red Cross
on May 23. Your blood donation was sent to The Johns
Hopkins Hospital in Baltimore, Maryland, to help a patient
in need. Your donation is on its way to change lives! Ev-
ery day, patients receive blood for a variety of conditions,
including life-threatening illnesses, blood disorders, and
traumas. Your blood donations are critical to helping save
patients’ lives. Schedule your next donation today!”
The message was followed by a large red button to
schedule his next donation. This is a fantastic example of
how to Respond with Regard. There were three elements
that you can include in your responses: gratitude, pro-
cess, and invitation. They thanked him, told him how his
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Courageous Cultures
contribution was making a difference, and invited him to
do it again. The same approach works for leaders when
team members contribute ideas.
Gratitude. If you want more solutions, start with thank
you. When people take the time to think about how things
could be better, let them know you appreciate it. Don’t cel-
ebrate only the ideas that work; celebrate the act of sharing
thoughtful ideas and solutions. You’ll get more solutions,
and some of those will work.
Process. Next, share the process. Let them know what
happened with their idea and the relevant time frame. You
may not have an elegant automated response system like
the Red Cross, but it only takes a moment to circle back
and close the loop with team members. If it will take six
months before you consider these ideas because of other
strategic priorities, say so and explain the other priorities.
Invitation. Finally, invite them to do it again—to think,
problem solve, and advocate for your customer. The Red
Cross invited David with a large red button to schedule his
next contribution. Your invitation to contribute again can
take many forms. If their ideas need work, give them the
additional information they need and ask them to recraft
it. If their ideas were tried in the past and didn’t work, tell
them what you learned from that attempt and ask them
to consider how to overcome those problems. Even if you
can’t use the ideas at all, a sincere “I’d love to hear your
thoughts about how we can achieve our goal this year”
will keep the ideas flowing.
Practice the Principle
When you Practice the Principle, you commit to finding
the core idea within best practices and help your teams to
localize best practices for their unique circumstances.
To Practice the Principle, executives clarify core values and
principles, support their leadership teams to review and try
out new ideas that align with those principles, and work
strategically to improve them. Managers work with their
teams to learn from new approaches and identify the princi-
ples within their best practices. Employees try new ideas
and look for ways to build on them or make them more
relevant to their circumstances.
A principle is a concept that works universally. For instance,
treating your customer with respect is a principle of cus-
tomer service. But the practice of respect can look very
6

It’s time to Galvanize the Genius: to excite your
team to action and prevent the slow decline of the
culture you’ve all worked so hard to build.
different from culture to culture, city to city, and between
industries.
For example, cooking a homemade meal for your team is a
practice. For most people, that practice isn’t transferrable.
But the principle of personally investing and connecting
to your team is transferrable—every trained leader can do
that. You don’t scale practices; you scale principles.
How to Find the Principles in Best Practices
When your top performing team seems to have discovered the
secret to transform their productivity, customer relationships,
or sales, it may be tempting to immediately make everyone in
the organization do the same thing. But even if it looks good
on paper, your leadership team is on board, and it worked
well in the IT war room, field test the change first. This is one
of those times it really does work to go slow to go fast.
The following steps will help you and your leaders identify
why a best practice works and how to make it work in other
contexts.
Ask why it works. You can find the principle within a
best practice by asking, “Why did this work?” Sometimes
you’ll have to ask why several times before you get to the es-
sence of what really happened or the fundamental reasons
for success.
Test the principle. Once you’ve found the principle in
the best practice, you’re ready to test that principle and see
if it works the way you and your team think it does. Try it
in a couple of different settings, with different people. For
example, a manufacturing client empowers their teams with
3D printers to experiment with designing and testing new
parts to improve their products, which has led to powerful
microinnovations they can scale.
Listen closely. This is perhaps the most important part
of testing a principle. As you test the principle and roll it
out, really listen to what your people tell you. Check in with
stakeholders, partners, and customers. Respond to feedback
with solutions, not selling.
Ask how it can be better. As you continue to test and roll
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Courageous Cultures
out the principle, ask questions that will help refine the princi-
ple: How can we address challenges that come up and make
the change serve its purpose? What’s working well and how
do we leverage it? What enhancements do we need? Where
should we head next? All these questions help refine the prin-
ciple—and they also build morale by including employees in
your change efforts. At the heart of a Courageous Culture is
the idea that great organizations build change together.
Galvanize the Genius
In the Courageous Cultures Cycle, it isn’t enough to do the
work in the Curiosity phase without looping back to Clarity
to Galvanize the Genius.
First, galvanize means to “excite someone into action”—
and that’s certainly what you and your team want to
happen with all the genius ideas you’ve discovered. Galva-
nize has a second relevant meaning as well: It’s the process
where iron or steel is treated with a protective layer of zinc
in order to prevent rust and corrosion.
In Courageous Cultures, corrosion looks like that slide back
to old behaviors or safe silence. None of that. It’s time to
Galvanize the Genius: to excite your team to action and
prevent the slow decline of the culture you’ve all worked so
hard to build.
How to Galvanize the Genius
When leaders struggle to maintain new cultural norms,
there are usually three areas that cause trouble. Problems
in one or more of these areas make it difficult for people to
commit to new behaviors and undermine their willingness
to share new ideas.
But when you and your leaders master these three elements,
you can rapidly respond to changing circumstances, quickly
adapt new principles, and react to customer needs before
your competition has started to look for a solution. The three
elements to galvanize your genius are Know, Flow, and Show.
Know. Know means to clearly articulate what success
looks like and the fundamental behaviors that make it
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 Courageous Cultures

happen. Has this ever happened to you? You get everyone
focused on doing what’s right for the customer—and a few
well-meaning folks, trying to do the right thing, lose sight of
the bigger picture.
Even talented, motivated people understand the same ideas
differently. And unless your leadership team and managers
know how the strategic goals translate into daily behaviors,
you’ll stay stuck.
In Courageous Cultures, knowing doesn’t mean you know
everything—your job is to make sure that the most important
things are known. As you get curious and identify new princi-
ples and best practices, can your leaders clearly articulate what
success looks like and the behaviors that will make it happen?
Flow. Flow is your ability to translate vision into behaviors
and ensure all employees understand what they’re doing, why
they’re doing it, and how their work fits into the big picture.
Flow means that everyone is aligned with strategic goals,
understands what matters most, and knows what to do to
succeed. To achieve that level of Clarity, executives commu-
nicate strategic priorities and behaviors that bring success.
Managers model these success behaviors, translate organi-
zational goals into department and team goals, and equip
their teams to succeed. Employees demonstrate success
behaviors and ensure they understand the why behind the
work. When you successfully flow Clarity to every corner
of your organization, innovation, problem solving, and
customer advocacy—not to mention accountability and
breakthrough results—become much easier.
and where they break down—both through quantitative
analysis and direct observation. You ensure that managers are
reinforcing behaviors through celebration and accountability,
and employees are doing what they’ve committed to do.
Demonstrating results isn’t just a matter of ensuring that
everything is going according to plan. People, at every level,
benefit from clear feedback and the confidence that they’re
heading in the right direction.
Courage is often portrayed as a lonely act—taking a stand
when no one else will; being the first to speak truth to power;
being the only one to do what they said couldn’t be done.
At times on this journey you will feel incredibly lonely.
When you do, don’t wear that as a badge of honor—in-
stead, find the others. They’re out there. They’re doing
powerful and important work.
Your first tracks on this journey will likely be the most diffi-
cult, as well as the most rewarding. As you find the others,
those lonely footprints will begin to form into a well-laid
path of courage and hope for others to follow. That’s the
power of a Courageous Culture.
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Karin Hurt is founder and CEO of Let’s Grow Leaders, an international training company known for its
innovative and practical approaches to leadership development. A former Verizon Wireless executive, she has
more than two decades of experience in sales, customer service, and human resources. She was recently named
to Inc.’s list of 100 Great Leadership Speakers.

David Dye, president of Let’s Grow Leaders, works with leaders to achieve transformational results without
sacrificing their humanity. As a former executive and elected official, he inspires audiences with practical leader-
ship inspiration you can use right away.

Courageous Cultures: How to Build Teams of Microinnovators, Problem Solvers, & Customer
Advocates by Karin Hurt and David Dye, Copyright © 2020 by Karin Hurt and David Dye. Published by
arrangement with HarperCollins Leadership, a division of HarperCollins Focus, LLC. ISBN 978-1-4002-1953-
7. Summary copyright © 2020 by Soundview Book Summaries ® www.summary.com, 1-800-SUMMARY.

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